"None of us is as smart as all of us." --Ken Blanchard

1. DRAFTING YOUR
DREAM-TEAM
Selecting the best
people and managing
people working as
individuals and in
groups
www.humanikaconsulting.com

2. WHERE WE ARE…
we know how to define what the project is
about (scope planning)
we know how to assess what the risks are (risk
management) [… and actually explained how to
deal with them during the project]
… today we will look at issues related to selecting the
“best people in town” (here we are between scoping
and planning) and issues related to managing people
(analogously to risk management, we will dig a little
deeper and explore topics related to managing people
during project execution and monitoring)

3. OBJECTIVES
The basics
How to draft your team: some of the issues
involved in selecting and retaining staff
To describe factors that influence
individual motivation
Key issues of team working including
composition, cohesiveness and
communications
People capability maturity model (P-CMM)
- a framework for enhancing the
capabilities of people in an organisation

4. PEOPLE IN THE PROCESS
People are an organisation’s most important assets.
The tasks of a manager are essentially people-oriented.
Unless there is some understanding of people,
management will be unsuccessful.
Poor people management is an important contributor to
project failure.

5. PEOPLE MANAGEMENT FACTORS
Consistency
 Team members should all be treated in a
comparable way without favourites or
discrimination.
Respect
 Different team members have different skills and
these differences should be respected.
Inclusion
 Involve all team members and make sure that
people’s views are considered.
Honesty
 You should always be honest about what is going
well and what is going badly in a project.

6. SELECTING STAFF
An important project management task is defining the
team requirements for your project and selecting your
team.

7. STAFF REQUIREMENTS
Information on defining team requirements depends on various
factors among which:
 Organizational
 Are there any constraint in the organization related to
acquiring the staff for the project
 What departments will be involved?
 Technical
 What are the technical skills needed to achieve the project
goals?
 Interpersonal
 What kind of relationships exists among the candidates?
Language differences? Supplier/customer relationships?
 Logistical
 We are the people located?
 Political
 Individual goals and agendas of the stakeholders?

8. STAFF SELECTION
Information on selecting team members comes from:
 Information provided by the candidates.
 Information gained by interviewing and talking with candidates.
 Recommendations and comments from other people who know or
who have worked with the candidates.

9. STAFF SELECTION FACTORS 1
Application domain experience.
 For a project to develop a successful system, the developers must
understand the application domain. It is essential that some
members of a development team have some domain experience.
Platform experience.
 This may be significant if low-level programming is involved.
Otherwise, not usually a critical attribute.
Programming language experience.
 This is normally only significant for short duration projects where
there is not enough time to learn a new language. While learning
a language itself is not difficult, it takes several months to
become proficient in using the associated libraries and
components.
Problem solving ability.
 This is very important for software engineers who constantly have
to solve technical problems. However, it is almost impossible to
judge without knowing the work of the potential team member.

10. STAFF SELECTION FACTORS 2
Educational background.
 This may provide an indicator of the basic fundamentals that the candidate should
know and of their ability to learn. This factor becomes increasingly irrelevant as
engineers gain experience across a range of projects.
Communication Ability.
 This is important because of the need for project staff to communicate orally and
in writing with other engineers, managers and customers.
Adaptability.
 Adaptability may be judged by looking at the different types of experience that
candidates have had. This is an important attribute as it indicates an ability to
learn.
Attitude.
 Project staff should have a positive attitude to their work and should be willing to
learn new skills. This is an important attribute but often very difficult to assess.
Personality.
 This is an important attribute but difficult to assess. Candidates must be
reasonably compatible with other team members. No particular type of personality
is more or less suited to software engineering.

11. … AND SOME CONSTRAINTS
Availability
 is the resource available when needed by the project?
Interests
 Is there a real interest in working in the project?
Costs
 How much will each person be paid?

12. GENERAL CONSIDERATIONS
(When selecting staff from within the company) Managers
in a company may not wish to lose people to a new
project.
“Hard” skills are in short supply.
-> Part-time involvement may be inevitable.
Recent graduates may not have specific skills but may be
a way of introducing new skills.
-> Technical proficiency may be less important than
social skills.

13. MOTIVATING PEOPLE
An important role of a manager is to
motivate the people working on a
project.
Motivation is a complex issue but it
appears that their are different types of
motivation based on:
 Basic needs (e.g. food, sleep, etc.);
 Personal needs (e.g. respect, self-esteem);
 Social needs (e.g. to be accepted as part of a
group).

14. THEORY X
Taylor 1911
•Human beings have little interest in working
and they will try to avoid it, if possible
•The majority of people is not ambitious and
not interested in taking responsibilities
•Human beings are poorly creative in solving
organizational problems
•Motivation is mainly related to satisfying
physical/security needs

15. THEORY Y
Mc Gregor 1960
•Working is a natural activity, like playing and resting
•People are, on average, very creative
•Motivation is often self-realization and self-esteem

16. THEORY Z
Ouchi 1981 (mix of american and japanese
management styles)
•To keep people motivated they have to have clear goals
•Motivation is essential for the success of any industrial activity:
management must contribute to keep people motivated
•Motivated people can make mistakes: management must correct
incorrect behaviors and ensuring people actions are in accordance
with the strategies of the company
•High efficiency can be achieved where tasks are highly
standardised
•People’s goal must change with working conditions and
companies’ needs

17. THEORY W
Boehm (1988) (Have all stakeholders win)
•Comprehend what each person means by
“winning” (e.g. promotions are not always
the best expected reward)
•Create the right expectations in each
project (e.g. avoid creating expectations
that are too high given budget and
constraints)
•Define and clearly identify tasks based on
each person capability

18. SUMMARIZING…
Theory Management
Style
Process Critical Aspect
X (Taylor 1911) Scientific “Waterfall” Lack of creativity
and initiative
Y (Mc Gregor
1960)
Motivation based Creativity and
initiative
Conflicts and lack
of coordination
Z (Ouchi 1981) Japanese Corporate Culture Relationships
among different
companies
W (Boehm 1988) Negotiation based Maximise
satisfaction
Lack of corporate
strategy

19. HUMAN NEEDS HIERARCHY (MASLOW, 1954)
Physiological Needs
Safety Needs
Social Needs
Esteem Needs
Self-realisation
Needs

20. NEED SATISFACTION
Social
 Provide communal facilities;
 Allow informal communications.
Esteem
 Recognition of achievements;
 Appropriate rewards.
Self-realization
 Training - people want to learn more;
 Responsibility.

21. SITUATIONAL LEADERSHIP
There is no single management style: it depends upon the
managed people (Blanchard and Hersey)
the leadership style of the leader must correspond to the
development level of the follower - and it's the leader who adapts.
Four styles and four commitments:
 S1. Directing
 (high guidance and little backing/support): people with low
maturity and low commitment
 S2. Coaching
 (high guidance and high backing/support): people mature but
not yet independent
 S3. Supporting
 (little guidance and high backing/support): people insecure (but
ready to take responsibilities)
 S4. Delegation
 (little guidance and little backing/support): mature and
autonomous people

22. SITUATIONAL LEADERSHIP
S2
S1
S3
S3
HighLow
High
Supportive
Behavior
Directive Behavior
example

23. SITUATIONAL LEADERSHIP EXAMPLES
Example:
 a new person joins your team and you're asked to help them
through the first few days. You sit them in front of a PC, show
them a pile of invoices that need to be processed today, and push
off to a meeting. They're at level D1, and you've adopted S4.
Everyone loses because the new person feels helpless and
demotivated, and you don't get the invoices processed.
 you're handing over to an experienced colleague before you leave
for a holiday. You've listed all the tasks that need to be done,
and a set of instructions on how to carry out each one. They're at
level D4, and you've adopted S1. The work will probably get
done, but not the way you expected, and your colleague despises
you for treating him like an idiot.
By adopting the right style to suit the follower's development level,
work gets done, relationships are built up, and most importantly,
the follower's development level will rise to D4, to everyone's
benefit.

24. PERSONALITY TYPES
There are several dimensions to take into
account!
An approach is that of taking into account
different personality types:
 Task-oriented.
 The motivation for doing the work is the work itself;
 Self-oriented.
 The work is a means to an end which is the achievement of individual goals - e.g. to get rich, to play tennis,
to travel etc.;
 Interaction-oriented.
 The principal motivation is the presence and actions of
co-workers. People go to work because they like to go to
work.

25. MOTIVATION BALANCE
Individual motivations are made up of
elements of each class.
The balance can change depending on
personal circumstances and external
events.
However, people are not just motivated by
personal factors but also by being part of a
group and culture.
People go to work because they are
motivated by the people that they work
with.

26. MANAGING GROUPS
Most software engineering is a group
activity
 The development schedule for most non-trivial
software projects is such that they cannot be
completed by one person working alone.
Group interaction is a key determinant of
group performance.
Flexibility in group composition is limited
 Managers must do the best they can with available
people.

27. FACTORS INFLUENCING GROUP WORKING
Group composition.
Group cohesiveness.
Group communications.
Group organisation.

28. GROUP COMPOSITION
Group composed of members who share the
same motivation can be problematic
 Task-oriented - everyone wants to do their own thing;
 Self-oriented - everyone wants to be the boss;
 Interaction-oriented - too much chatting, not enough
work.
An effective group has a balance of all types.
 This can be difficult to achieve software engineers are often
task-oriented.
Interaction-oriented people are very important as they
can detect and defuse tensions that arise.

29. GROUP COMPOSITION
Don’t be tempted and form the team with people all like
you!
(simpler than being challenged all the time… but less
functional and rewarding on the longer term)

30. GROUP LEADERSHIP
Leadership depends on respect not titular status.
There may be both a technical and an
administrative leader.
Democratic leadership is more effective that autocratic
leadership.

31. GROUP COHESIVENESS
In a cohesive group, members consider the
group to be more important than any
individual in it.
The advantages of a cohesive group are:
 Group quality standards can be developed;
 Group members work closely together so
inhibitions caused by ignorance are reduced;
 Team members learn from each other and get to
know each other’s work;
 Egoless programming where members strive to
improve each other’s programs can be practised.

32. DEVELOPING COHESIVENESS
Cohesiveness is influenced by factors such
as the organisational culture and the
personalities in the group.
Cohesiveness can be encouraged through
 Social events;
 Developing a group identity and territory;
 Explicit team-building activities.
Openness with information is a simple way
of ensuring all group members feel part of
the group.

33. GROUP LOYALTIES
Group members tend to be loyal to
cohesive groups.
'Groupthink' is preservation of group
irrespective of technical or
organizational
considerations.
Management should act positively to
avoid
groupthink by forcing external
involvement with each group.

34. GROUP COMMUNICATIONS
Good communications are essential for effective group
working.
Information must be exchanged on the status of work,
design decisions and changes to previous decisions.
Good communications also strengthens group cohesion
as it promotes understanding.

35. GROUP COMMUNICATIONS
Group size
 The larger the group, the harder it is for people to
communicate with other group members.
Group structure
 Communication is better in informally structured
groups than in hierarchically structured groups.
Group composition
 Communication is better when there are different
personality types in a group and when groups are
mixed rather than single sex.
The physical work environment
 Good workplace organisation can help encourage
communications.

36. STRUCTURING COMMUNICATION
Types of meetings:
 Verification
 Decision-taking
 Brainstorming
To be successful:
 Define clearly goals and attendees
 Define an agenda
 Keep the meeting focused
 Define duration and make sure it is kept
 Define people responsible for executing actions
decided at the meeting

37. MEETING MINUTES STRUCTURE
Coordinates:
 Date and location
 Attendees
 Invited people that did not attend the meeting
Agenda
Description of the meeting
Actions:
 ID, Action, Due Date, Responsible, WP
Reference

38. GROUP STRUCTURES
Democratic/Informal Groups
Chief Programmer Teams
Decentralized groups
Virtual Teams

39. INFORMAL GROUPS
Good for small teams (<= 10 people)
The group acts as a whole and comes to a
consensus on decisions affecting the system.
Work is discussed by the group as a whole and
tasks are allocated according to ability and
experience.
Leadership is taken in turn by each member
The group leader serves as the external interface of
the group but does not allocate specific work items.
This approach is successful for groups where all
members are experienced and competent.

40. EXTREME PROGRAMMING GROUPS
Extreme programming groups are
variants of an informal, democratic
organisation.
In extreme programming groups, some
‘management’ decisions are devolved to
group members.
Programmers work in pairs and take a
collective responsibility for code that is
developed.

41. CHIEF PROGRAMMER TEAMS
Consist of a kernel of specialists helped by others added to the
project as required.
Three roles:
 Chief Programmer: responsible of the project. Coordinates
work and is responsible of development
 Assistant programmer: helps chief programmer (and
substitutes her/him if chief programmer is assigned
somewhere else)
 Librarian: responsible of handling all the results of the
project.
The motivation behind their development is the wide
difference in ability in different programmers.
Chief programmer teams provide a supporting environment for
very able programmers to be responsible for most of the
system development.

42. PROBLEMS
This chief programmer approach, in different forms, has
been successful in some settings.
However, it suffers from a number of problems
 Talented designers and programmers are hard to find.
Without exceptional people in these roles, the approach
will fail;
 Other group members may resent the chief
programmer taking the credit for success so may
deliberately undermine his/her role;
 There is a high project risk as the project will fail if
both the chief and deputy programmer are unavailable.
 The organisational structures and grades in a company
may be unable to accommodate this type of group.

43. DECENTRALISED CONTROL GROUPS
Two-level hierarchy:
 PM coordinates senior programmers
 Senior programmers coordinate junior programmers
Tasks assigned either:
 By module to be developed
 By function (implementation/testing/…)

44. VIRTUAL TEAMS
Groups of people with shared goal, who fulfill their roles
with little or no time spent meeting face to face
Made possible by new communication media
Opportunities:
 It is possible to define a team with resources
geographically located in different areas
 Special expertise can be added regardless of the physical
location
 Home-working
 Teams composed by people with different shifts
 Include people with mobility handicaps
 Move forward with projects that would have been ignored
for travel expenses

45. VIRTUAL TEAMS (II)
Some examples:
 Open source development
 European projects
 …

46. GROUP ORGANISATION
Small software engineering groups are
usually organised informally without a
rigid structure
 Democratic groups
For large projects, there may be a
hierarchical structure where different
groups are responsible for different
sub-projects.
 Chief Programmer Teams
 Decentralized Control

47. WORKING ENVIRONMENTS
The physical workplace provision has an
important
effect on individual productivity and satisfaction
 Comfort;
 Privacy;
 Facilities.
Health and safety considerations must be taken
into account
 Lighting;
 Heating;
 Furniture.

48. ENVIRONMENTAL FACTORS
Privacy - each engineer requires an area
for
uninterrupted work.
Outside awareness - people prefer to
work in natural light.
Personalization - individuals adopt
different
working practices and like to organize
their
environment in different ways.

49. WORKSPACE ORGANISATION
Workspaces should provide private spaces where people
can work without interruption
 Providing individual offices for staff has been shown to increase
productivity.
However, teams working together also require spaces
where formal and informal meetings can be held.

50. OFFICE LAYOUT

51. … SO WHAT!?
How do we organize
and use all this
information to
manage a project?

52. HR MANAGEMENT
HR related activities in project management:
Human Resource Planning
 Identification of project roles, responsibilities, and reporting
relationships, staff requirements, and staff creation
Project Team acquisition
 Obtaining the human resources needed to complete the project
Project Team development
 Improving competences and interaction of team members
Project Team management
 Tracking each member performances, providing feedback,
resolving issues, and coordinating changes to enhance project
performance

53. HUMAN RESOURCE PLANNING
Goal: define project roles, responsibilities, and reporting relationships, staff requirements, and staff
creation
Techniques:
 Hierarchical type charts
 Organizational breakdown structure: mix of organizational chart and activities.
 Resource breakdown structure: breakdown of the project according to resource types
 Matrix based charts
 RAM (Responsibility Assignment Matrix) illustrates connections between work that needs to be
done and resources
 RACI (Responsible, Accountable, Consult, Inform) is a special type of RAM
 Text-oriented formats
 Text-oriented documents (usually adhering to some standards) can be used to describe roles and
responsibilities
 Hard skills/soft skills
 Help identify needs and roles
-> Output: roles and responsibilities,
project organization charts,
staffing management plan

54. ORGANIZATIONAL BREAKDOWN STRUCTURE
QuickTime™ and a
None decompressor
are needed to see this picture.
Project
Accounting
Developme
nt
PMO
Task 1 Task 2 Task 3 Task 4 Task 5

55. RESOURCE BREAKDOWN STRUCTURE
QuickTime™ and a
None decompressor
are needed to see this picture.
Project
Accounting
Developme
nt
PMO
Tim Bob Analyst Designer Ralph
Sandra Lisa Andrea

56. TEXT-BASED FORMATS
Role: …
Responsibilities: …
Authority: …

57. Joe Tim Sandra Lena Bart Homer Lisa
Requirements R A C I
Analysis R C I I
Design R A A
…
RACI MATRIX
Responsibility - People who are expected to actively participate in the activity and
contribute to the best of their abilities.
Accountability - The person who is ultimately responsible for the results.
Consultation - People who either have a particular expertise they can contribute to specific
decisions (i.e., their advice will be sought) or who must be consulted for some other reason
before a final decision is made (e.g., finance is often in a consulting role for projects).
Inform - People who are affected by the activity/decision and therefore need to be kept
informed, but do not participate in the effort. (They are notified after the final decisions are
made.)

58. SKILL MATRICES
Can help you build the RACI matrix
Task Skill Required Level
Requirements (analysis and) domain expertise in
avionics
H
Person Thinking Preference Communication Style Organization Skills Process Skills
Tim Creative, big picture Open Poor Good
Laura Technical, Detailed Introvert Very good Very good
What people do I really need?
What are their soft skills?
Person Hard Skills
Tim Java guru
Laura M68000 programming
What are their hard skills?

59. PROJECT TEAM ACQUISITION
Goal: Obtaining the human resources needed to complete the
project
Techniques
 Pre-assignment: people assigned to a project may be known
in advance (for instance because promised, or if special skills
are required)
 Negotiation: on many projects staff is negotiated with other
manager in the organization (functional managers, other
project managers, …)
 Acquisition: if in-house staff is lacking (see previous slides)
 Virtual team creation: in any other situation
-> Output: resources and assignments!

60. PROJECT TEAM DEVELOPMENT
Goal: Improving competences and interaction of team members
Techniques:
 General management skills: interpersonal skills (soft skills) empathy,
influence, creativity, group facilitation
 Training
 Team building activities: range from meeting, informal lunches and
dinners, to professionally built activities
 Ground rules: define clear expectations about acceptable behaviour
by project team member
 Co-location: either temporary or for the whole duration of the project
(e.g. “war” rooms)
 Recognition and reward: recognizing and rewarding desirable
behaviors.
-> Output: improvement in skills, competences,
reduced staff turnover

61. PROJECT TEAM MANAGEMENT
Goal: Tracking each member performances, providing
feedback, resolving issues, and coordinating changes to
enhance project performance
Techniques:
 Observation and conversation
 Project Performance appraisals
 Conflict management
 Team ground rules, group norms, and solid pm practices
such as communication planning, and role definition
 When dealt with can increase creativity and better
decision making
 Management is usually from informal to formal
-> Output: Issue Log

62. THE PEOPLE CAPABILITY MATURITY MODEL
Intended as a framework for managing the development
of people involved in software development.

63. P-CMM OBJECTIVES
To improve organisational capability by
improving workforce capability.
To ensure that software development
capability is not reliant on a small
number of individuals.
To align the motivation of individuals
with that of the organisation.
To help retain people with critical
knowledge and skills.

64. P-CMM LEVELS
Five stage model
 Initial. Ad-hoc people management
 Repeatable. Policies developed for capability
improvement
 Defined. Standardised people management
across the organisation
 Managed. Quantitative goals for people
management in place
 Optimizing. Continuous focus on improving
individual competence and workforce
motivation

65. THE PEOPLE CAPABILITY MODEL

66. KEY POINTS
Staff selection factors include
education, domain experience,
adaptability and personality.
People are motivated by interaction,
recognition and personal development.
Software development groups should be
small and cohesive. Leaders should be
competent and should have
administrative and technical support.

67. KEY POINTS
Group communications are affected by
status, group size, group organisation
and the gender and personality
composition of the group
Working environments should include
spaces for interaction and spaces for
private working.
The People Capability Maturity Model is
a framework for improving the
capabilities of staff in an organisation.

68. LEARNING AND GIVING FOR
BETTER INDONESIA